Ktenas managing projects_kth_v3(for_slideshare)

Project Management for Software
Development Projects
KTH ROYAL INSTITUTE OF TECHNOLOGY
SOFTWARE ENGINEERING COURSE
1
Lecturer: Spyros Ktenas, MBA, BSc(IT), PMI PfMP, PRINCE2, PMI ACP
http://open-works.org/profiles/spyros-ktenas
This is the part of the slides relevant to
GE.SI.PMF – Generic Simple Project Management Framework
Doesn’t include PM tools, risk, communication, stakeholders,
PRINCE2, PMBok etc.

Spyros Ktenas - http://open-works.org/profiles/spyros-ktenas
OBJECTIVES
 To provide basic knowledge around Project Management
 To provide knowledge useful for real life conditions
 To develop related skills
2

SECTIONS
 Basic Project Management Concepts
 Introduction to Best Practices
 Introduction to Methodologies
 Tools
 Methodologies Mix
 How To Manage/Lead the Project
 Save the Project
3

BASIC PROJECT MANAGEMENT CONCEPTS
4

WHAT IS A PROJECT - 1
 A project is a temporary endeavour undertaken to
create a unique product, service, or result. The
temporary nature of projects indicates that a project
has a definite beginning and end.
The end is reached when the objectives of the project
have been achieved or when the project is terminated
because its objectives will not or cannot be met, or when
the need for the project no longer exists. [PMI-PMBok]
5
BasicProjectManagementConcepts

WHAT IS A PROJECT - 2
 Endeavour : It can be from a team or from an individual.
To include one or more departments in an organization
or even external partners.
 Temporary: The Endeavour has a defined start and a
predefined/planned end time. Temporary does not
typically apply to the product service, or result created
by the project.
 Unique: Although repetitive elements may be present in
some project deliverables and activities, this repetition
does not change the fundamental, unique
characteristics of the project work (different time,
conditions, stakeholders, owners and so on).
6

PROJECT, PROGRAM, PORTFOLIO
7
Portfolio
Program
Project
Project
Project
Project

PROJECT MANAGEMENT
 Project management is the application of knowledge,
skills, tools, and techniques to project activities to meet
the project requirements.
 Project management processes are different for
different methodologies but, in general, the main
processes are:
 Initiating
 Planning
 Executing
 Monitoring and Controlling
 Closing
8

PROJECT MANAGEMENT TRIANGLE
One side of the triangle cannot be changed without affecting
the others.
9
Quality
Budget
Time
Scope

HISTORY
2550 BC 1912
Gantt Chart
206 BC
“Project 1954
Management” The Term
IPMA 1965
PMI 1969
1779 BC Waterfall Method 1967
PRINCE2 Method 1996
More Agile 2001 10

METHODOLOGIES – STANDARDS - 1
 Methodology: Methods and processes that can be
applied every time.
 Standard: A set of best practices for a specific purpose.
 PMBOK - Standard (scope, time, cost, quality, human
resources, communication, risk, procurements)
 Agile (customer involvement, empowered teams)
 PRINCE2 (process based)
 Lean Six Sigma (speed and quality by removing waste)
 Waterfall (planning, build all at once)
11

METHODOLOGIES - STANDARDS - 2
«the finest carpenter’s tool-box will only be as good as the
carpenter»
The main success factor are the people that lead and form
the project team
There is no methodology that fits all/everything
Every methodology can be adjusted (tailor-made) if this is
required for the project success
12

WHY PROJECT MANAGEMENT IS IMPORTANT - 1
 Economist research: 80% of business executives said
that proper project management was what helped their
organizations to overcome the financial crisis.
 A research from McKinsey & Co revealed that 60% of
business have in the top 3 priorities to set up solid
project management functions.
 Bigger, more complicated projects require more
effective project management.
 Project management improves quality, lowers costs,
increases productivity, and adds to a better work
environment.
13

WHY PROJECT MANAGEMENT IS IMPORTANT - 2
 CHAOS Manifesto, a yearly report from Standish Group showed that in 2013 only
36% of the projects were successful. 48% of the projects had various issues and
16% (improved from 24% in 2009) was total failure (never completed or
completed but never used).
Tacoma Narrows
Cost: $105M
Project Duration: 2 years
Collapsed 4 months after the completion.
14

PROJECT MANAGER OR PROJECT LEADER - 1
 The project manager is the person assigned by the
performing organization to lead the team that is
responsible for achieving the project objectives. The role of
a project manager is distinct from a functional manager or
operations manager. Typically the functional manager
focuses on providing management oversight for a
functional or a business unit, and operations managers are
responsible for ensuring that the business operations are
efficient.
15

PROJECT MANAGER/LEADER - 2
 Different levels of authority and involvement for different
types of organizations
 Functional: Limited involvements, limited authority
 Projectized: Extensive Involvement, high authority
 Matrix: Medium involvement, different levels of authority
depending on the specific organization procedures.
16

INTERPERSONAL SKILLS OF A PROJECT MANAGER/LEADER
 Leadership
 Team building
 Motivation
 Communication
 Influencing
 Decision making
 Political and cultural awareness
 Negotiation
 Trust building
 Conflict management
 Coaching 17

ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
 The style, culture, and structure of an organization influence how its
projects are performed. The level of project management maturity of
the organization and its project management systems can also
influence the project.
 Project and Project Manager role are influenced by
 Organizational process assets: planning, processes, enterprise
knowledge.
 Project governance: Policies for the basic project management
framework used in the organization (Project Management
Office/Officer – PMO).
 Enterprise environmental factors: Culture, market, organization
positioning in the market, political situation, legal environment,
organization risk appetite, available tools and so on.
18

PROJECT STAKEHOLDERS - 1
 The Stakeholders include all members of the project team
as well as all interested entities that are internal or
external to the organization. The project team identifies
internal and external, positive and negative.
 The project manager should manage the influences of
these various stakeholders in relation to the project
requirements to ensure a successful outcome.
19

PROJECT STAKEHOLDERS -2
 Effected nagative
 Effected positive
Examples: Sponsor, business team, customers, users,
suppliers, partners, state authorities, financial institutions
and so on.
20

INTRODUCTION TO BEST PRACTICES
21

BEST PRACTICES
PROJECT MANAGEMENT PROCESSES GROUPS [PMI – PMBOK]
1. Initiating Process Group
2. Planning Process Group
3. Executing Process Group
4. Monitoring and controlling Process Group
5. Closing Process Group
 Processes are connected with their deliverables.
 Monitoring and controlling process group is running in
parallel with the other process groups.
 Process groups can be repeated at any project phase.
22

 A Knowledge Area represents a complete set of concepts, terms, and
activities that make up a professional field, project management field,
or area of specialization.
1. Project Integration Management
2. Project Scope Management
3. Project Time Management
4. Project Quality Management
5. Project Human Resource Management
6. Project Communications Management
7. Project Risk Management
8. Project Procurement
9. Management and Project
10.Stakeholder Management 23
BEST PRACTICES
KNOWLEDGE AREAS [PMI - PMBOK]

INTRODUCTION TO METHODOLOGIES
24

METHODOLOGY – MORE WATERFALL
PRINCE 2 - PRINCIPLES
 Universal, Self-validating, Empowering
1. Continued business justification
2. Learn from experience
3. Defined roles and responsibilities
4. Manage by stages
5. Manage by exception
6. Focus on products
7. Tailor to suit the project environment
25
IntroductiontoMethodologies

METHODOLOGY – MORE WATERFALL
PRINCE 2 - THEMES
1. Business Case -> Why?
2. Organization -> Who?
3. Quality -> What?
4. Plans -> How?, How Much?, When?
5. Risk -> What if?
6. Change -> What's the impact?
7. Progress -> Where are we now?, Where are we
going?, Should we carry on?
26

27
 Scrum (In rugby, it is the restart of the game after a
violation)
Roles
 Product Owner
 Development Team
 Scrum Master
METHODOLOGY – MORE AGILE
SCRUM

28
SCRUM PROCESS

29
 Product backlog
 Sprint backlog
 Prioritized list for user stories
(requirements)
 Assigned story points for every
user story (indication of size/complexity)
SCRUM TOOLS

30
 Burndown chart
 Update it daily
SCRUM TOOLS

31
http://www.extremeprogramming.org/
XP (EXTREME PROGRAMMING) #1

32
 Shorter Iterations (one Week)
 Test Driven development
 Pair Programming
 Constant customer involvement
 Requires dedication, skills
XP (EXTREME PROGRAMMING) #2

33
 Project Management Tools (web based)
 Collaboration/Communication Tools
 Simple documents and spreadsheets
TOOLS

WATERFALL OR AGILE
35
MethodologiesMix

AGILE VS. PLAN-DRIVEN
Low criticality
Senior developers
Requirements change often
Small number of developers
Culture that responds to change
High criticality
Not so Senior developers
Requirements do not change often
Large number of developers
Culture that demands order
36
Iterative vs. Waterfall
Test as we build vs. Test at the End
MethodologiesMix

HYBRID (?)
The 2014 CAST Research on Application Software
Health (CRASH) report states that enterprise
software built using a mixture of agile and
waterfall methods will result in more robust and
secure applications than those built using either
agile or waterfall methods alone.
37

GE.SI.PMF – GENERIC SIMPLE PROJECT MANAGEMENT
FRAMEWORK
Project
Initiation
Phase
Project
Plan
Phase
Project
Development
Phase
Stage 1
Stage 2
Stage 3
…
Project
Description
Document
Project
Plan
Document
Product/
services
description
documents
Learn
and
Revise
Learn
and
Revise
Learn
and
Change
Learn
and
Change
38
Some Planning
Only essential
Documentation
Agile Based
on Stage needs
MethodologiesMix

HOW TO MANAGE/LEAD THE PROJECT
39

PROJECT CYCLE
1. Initiate
2. Plan
3. Work
4. Close
401 2 43
Effort
Χρόνος
Cost Of ChangeRisk
HowToManage/Lead

WHAT WE MANAGE
(PMBOK KNOWLEDGE AREAS)
1. Project Integration Management
2. Project Scope Management
3. Project Time Management
4. Project Quality Management
5. Project Human Resource Management
6. Project Communications Management - Επικοινωνία
7. Project Risk Management
8. Project Procurement
9. Management and Project
10.Stakeholder Management
41
HowToManage/Lead

PROJECT SCOPE
 Plan Scope Management
 Collect requirements
 Define Scope
 Create WBS
 Validate Scope
 Control Scope
42
ScopeManagement

TIME MANAGEMENT
 Plan Schedule Management
 Define Activities
 Sequence Activities
 Estimate Activity resources
 Estimate Activity durations
 Develop Schedule
 Control Schedule
43
TimeManagement

COST MANAGEMENT
 Plan cost Management
 Estimate costs
 Determine Budget
 Control costs
44
CostManagement

PROJECT QUALITY MANAGEMENT
 Plan Quality Management
 Perform Quality Assurance
 Control Quality
Plan - Do - Control - Act (PDCA)
45
ProjectQualityManagement

Plan Quality
 Plan Quality Management: What are the quality requirements/standards and how the Project will
cover the needs.
 Cost of Quality (CoQ): Cost to comply and cost from failing to comply
46
Cost of Conformance - Money spent during the
project to avoid failures
Prevention Costs (Build a quality product)
• Training
• Document processes
• Equipment
• Time to do it right
Appraisal Costs(Assess the quality)
• Testing
• Destructive testing loss
• Inspections
Cost of Nonconformance - Money spent during
and after the project because of failures
Internal Failure Costs (Failures found by the
project)
• Rework
• Scrap
External Failure Costs (Failures found by the
customer)
• Liabilities
• Warranty work
• Lost business
ProjectQualityManagement

HUMAN RESOURCES MANAGEMENT
 Plan Human Resource Management
 Acquire Project team
 Develop Project team
 Manage Project team
47
ProjectHumanResourcesManagement

Plan Human Resource Management
Clear
 Role
 Authority
 Responsibility
 Competency
For everyone in the team.
48

Develop Project Team
 Forming
 Storming
 Norming
 Performing
 Adjourning
49

Manage Project Team
 Conflicts
 Avoid
 Accept differences and adjust.
 Compromise by giving something to conflicting parties
 Enforce a resolution
 Cooperation and communication until the resolution
50

PROJECT COMMUNICATIONS MANAGEMENT
 Plan communications Management
 Manage communications
 Control communications
51
ProjectCommunicationsManagement

Control Communications
“Data is like garbage. You’d better know what you are going to do with it before
you collect it.” - Mark Twain
vs
What is not on paper has not been said.
52
ProjectCommunicationsManagement

8 - PROJECT RISK MANAGEMENT
 Plan risk Management
 Identify risks
 Perform Qualitative risk Analysis
 Perform Quantitative risk Analysis
 Plan risk responses
 Control risks
53
ProjectRiskManagement

PROJECT PROCUREMENT MANAGEMENT
 Plan Procurement Management
 Conduct Procurements
 Control Procurements
 Close Procurements
54
ProjectProcurementManagement

PROJECT STAKEHOLDER MANAGEMENT
 Identify Stakeholders
 Plan Stakeholder Management
 Manage Stakeholder Engagement
 Control Stakeholder Engagement
55
ProjectStakeholderManagement

DO WE FAIL?
The Standish Group, CHAOS Manifesto
SavetheProject

THE REASONS
Arraspeople 2010 Project Management Benchmark Report
SavetheProject

HOW TO SAVE THE PROJECT?
 Think Big Act Small
 Get Executive Management Support
Present clear Vision. Train them! The research clearly shows that projects
where the executive sponsor has a fair to poor understanding of the project
management process fall into both the challenged and failed categories.
 User Involvement
 Optimize
Keep scope and teams small
 Get skilled resources
 PM Skills
 Be agile for small projects
 Clear business objectives
 Tools and infrastructure
The Standish Group, CHAOS Manifesto
SavetheProject

FRAMEWORK
Focus only on Project Management
principles and techniques that will add the
most of value
Procedures to protect from common
mistakes
Simplified documentation compared to Plan
Driven/Waterfall Methods
More control and less uncertainty than Agile
Methods
60
SavetheProject

FRAMEWORK
Three Phases
1. Project Initiation - PHASE 0
2. Project Plan - PHASE 1
3. Project Development - PHASE 2
1. Unlimited Stages
2. Flexibility to work agile on plan driven based on stage
characteristics
Three Main Documents
1. Project Description
2. Project Plan
3. Product/services description documents
61
SavetheProject

Customer
• Describe the need
• Describe the solution
• Define budget
• Define time
• Write down Risk Factors (both threats and opportunities)
• Appoint a Product Owner
• Create a Project Brief Document
GE.SI.PMF – GENERIC SIMPLE PROJECT MANAGEMENT FRAMEWORK
PROJECT INITIATION - PHASE 0
62
Supplier
• Form the team
• Appoint the Team/ leader or Project Manager
• Examine and expand Project Brief Document with
• Responses and details
• The limitations and the rules you have to follow
in order to transform it to a Project Description Document for your team
SavetheProject

PROJECT PLAN - PHASE 1
 Define Team Roles
 Describe the deliverables (products/services) in detail
 Define the tools and methods you will use
 Do a risk register to monitor Threats - Opportunities
 Do a benefits register to monitor benefits of the project and
their status
 Do a communication Plan
 Break down tasks
 Assign tasks to teams/team members
 Group deliverable and actions to stages
 Make project schedule with key milestones and deliverables
 Create a budget plan
 Get Everything In a Project Plan Document . You can revise
later.
63
SavetheProject

PROJECT DEVELOPMENT - PHASE 2
 Choose to work Agile or Plan Driven during development
stages.
 Monitor and control stage outcomes
 Monitor Overall Time, Budget, Risks, Benefits, the
Business Need
 Revise the plans if needed
 Discuss lessons learned at the end of every stage and
apply changes at the beginning of the next stage
 Create Product/Services description documents
64
SavetheProject

THINGS TO WATCH
 Deliverables Definition
Build only what you need…nothing more
 Optimize Cost/Value
There are things that cost a lot and add low value. Discuss with
customer if you can exclude these items from work packages
 Build the proper team
Your team should have the skills needed to deliver. People with
skills that are of no need in the project will drive you back
 Manage your resources (people, money, tools)
 Do some plans
Those who plan do better than those who do not, even if they
don’t fully follow the plan.
65Spyros Ktenas - http://open-works.org/profiles/spyros-ktenas | SPMF - Startup Project Management Framework
SavetheProject

THINGS TO WATCH
66Spyros Ktenas - http://open-works.org/profiles/spyros-ktenas | SPMF - Startup Project Management Framework
SavetheProject

THINGS TO WATCH
Plan – But keep it simple
Do the right things
Do the things right
Produce value
67
SavetheProject

FOR YOUR PROJECT
68
ForYourProject
 Learn about the people in your team
Discuss about skills and knowledge. Even for things that seem irrelevant. Get to know
each other.
 Check Course Details – This is most of your Project Environment
Course Objectives, Guides, Standards, Templates, Milestones, Tools that you have to
use. Keep notes of the important things (i.e. In a the Project Description Document)
 Learn about your customer
Not only about the project details. Try to learn a few thing about the background of the
people you will be talking with and about their organization.
 Select and Tailor Made you PM Method
Check course Project Handbook
 Select your PM tools
i.e. simple-project-management-tool (EXCEL)
 Define roles
Ensure that everyone understands what, why, how.
 Keep important stakeholders happy
Course teachers, Customer, The Team
 Remember: Plan - Do - Control – Act

THANK YOU!
«Aut inveniam viam aut faciam»
-Hannibal-
69

Ktenas managing projects_kth_v3(for_slideshare)

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